Management Executive Summary

Any business, no matter what, is going to fail if the product is not of good quality. You wouldn’t watch a poor quality movie, or eat a meal that wasn’t to your taste. So a business needs to work hard to ensure that their produce is of high quality, and Bakers Delight does so by making their products fresh and in good environments. Through quality food, Bakers Delight has stayed, and remained Australia’s most successful

How does a store like Trader Joe’s grow into a billion-dollar company with great ratings and demonstrate outstanding management skills? This company used the approach to stand out by being different as an effective measure to compete with the bigger grocery stores. Trader Joe’s business model intentionally kept the size of its stores small and holds fewer products than the larger grocers. They chose to frequently place new products on its shelves and revise ingredients to meet the customer’s needs. They also sell kitchen-tested products to entice new customers. They have also employed a creative marketing team to announce new private-label products to provide outstanding value. In addition to their unique way of doing business,

There are many key aspects to owning and operating a successful restaurant in a competitive market with little or no room for error. A restaurant’s

Kathryn was originally hired as a seasonal employee, but stayed on as a full-time employee. During her 15 years employment with our business, Kathryn’s duties include Handling Cash, Customer Service, Monitoring team members, and Team member performance reviews. Then in 2006, when she was promoted into a management position, her duties included Human Resources, Inventory control, working with reports on Microsoft Office 2010 and managing over 45 people.

The purpose of this memo is to offer a recommendation in the restructuring of Interstate Bakeries. This advice has been initiated at the request of company CEO James Elesser so that he can better ascertain which option, filing for bankruptcy or seeking further mergers and acquisitions, would be the best direction to take to counteract flailing profit margins. This is an independent recommendation made from researching the company’s financial history as well as the company’s product portfolio and market segments.

With giants such as Walmart, and Kroger running the grocery store industry it’s difficult for companies such as Smuckers to bargain for shelf-space and prices. Brand name items drawn to the center of the store are what leverages these companies to succeed in the industry. After numerous acquisitions and strategic alliances, Smuckers developed a solid core of product lines which experienced success rapidly. Product lines that experienced the most success as a result of strong positioning in the industry included their Coffee labels, flour and baking products, Oils and food spreads. A 9-Cell Industry Attractiveness/Business Strength Matrix shows that the Industry attractiveness is relatively moderate. With many competitors and strong buyer power from large grocery chains such as Kroger, companies such as Smuckers have explored different strategies that have proved successful in what can be described as a saturated industry. The case insinuates that there may be opportunities in the industry in regards to special markets and perhaps Oils and Baking with sugar free products, but otherwise the recession, although it drove families to buy store bought as opposed to eating out, has had its effects on the food service industry as well.

This approach has been one of the main competitive advantages of the company that maintained its stores and cafes in a friendly and ambient atmosphere in various locations. The company did not start as a traditional fast food restaurant, but rather as a network of places where people could fulfill their natural instincts with healthy and freshly cooked food with a little higher than average price range. Panera Bread was one of the trend makers of casual-food restaurants, whose vision was entirely different from the typical model of public facilities. All of the locations shared a common design and menu that created a unique environment of the franchise. Moreover, in order to enable high-quality service, the executive team of the company decided to equip all of the bakery’s completely to be capable of making their own products directly to the spots. This fact allowed to reach a certain level of autonomy and reliability of the brand that always managed to deliver and provide the freshest and natural

Panera Bread’s intention is “to make Panera Bread a nationally recognized brand name and to be the dominant restaurant operator in the specialty bakery-café segment.” Panera experienced competition from many numerous sources in its trade areas. Their competition was with specialty food, casual dining and quick service cafes, bakeries, and restaurant retailers, including national, regional, and locally owned. The competitive factors included location, environment, customer service, price, and quality of products. Panera learned from its competitors, none of its competitors had yet

To provide quality product, extensive menu of delicious foods, ensure customer awareness and loyalty and also have good publicity.

“Customization of bread types, flavor, toppings and ingredients coupled with fresh, steamed, toasted preparations provide combinations that appeal to almost all consumers” (Tristano in Levin, 2008). Based on the factors and demographic data exposed above the following market needs were identified:

With the help of Suzy’s team she will be able to focus more on new strategies and have more time to travel to each business to see how they are progressing, Hafiz and Leon are both within the management team and look after different problems which arise in each business they also look after the other staff to make sure they

Christine will be responsible to coach and mentor the other new hired shop assistant, service customers, keep tract inventory/replenishment and report customers’ comments/complaints to Lydia for ensuring corrective action be taken.

♦ Reliance on franchising "associate" stores and opening a few new company-owned stores as a means of expanding nationally and internationally. However, franchise licenses were granted only to candidates who have experience in multi-unit food establishments and who possess adequate capital to finance the opening of new stores in their assigned territory.

We are going to be discussing Sandwich Blitz’s strengths, weaknesses, opportunities and threats, also known as a SWOT analysis. A SWOT analysis is done as part of the strategic planning process, it will help lead a company to its objectives. Strengths identify what the company is doing right and what other business may also be looking to copy. Weaknesses are what other, similar businesses, could exploit to steal customers away and build their business. Opportunities look at the weaknesses and help to identify what could be done to turn them into strengths. Threats are growing franchises in the area, government policies, or what is happening in the areas around store locations.

Amy’s husband Ryan is the company’s overall senior manager. His role is to find ways of improving the business and negotiating growth from the flowers it is selling keeping customers satisfied in what it does.